1. Project Management Culture: Implementing Change Martyn Upton, Project Office

2. Why Change? Develop a long term project management capability / culture Develop a long term project management capability / culture Move away from reliance on a handful of experienced PMs Move away from reliance on a handful of experienced PMs you want to consistently deliver on your commitments

3. Challenges Lack of core project management disciplines Lack of core project management disciplines Why plan, just do it! Why plan, just do it! See documentation as a waste of time See documentation as a waste of time Reluctance to change Reluctance to change My project is different My project is different Lack of project management education Lack of project management education

4. Are you a “Project Manager” ? No, my role is ‘implementation specialist’ No, I’m only the ‘team leader’ No, I’m the ‘National Coordinator’

5. Large Organisations “Pockets” of good Project Management disciplines Hero’s Hero’s Manager enforcing or encouraging a standard working practice Manager enforcing or encouraging a standard working practice An active Mentoring Program An active Mentoring Program High visibility of projects High visibility of projects

6. Role of Project Office* Must drive change through the organisation Must drive change through the organisation Must assist Project Managers at each step Must assist Project Managers at each step Focus on building long-term capability, not on quick fixes Focus on building long-term capability, not on quick fixes Introduce one “layer” of discipline at a time. Introduce one “layer” of discipline at a time. Ensure consistent adoption of change Ensure consistent adoption of change

7. Approach Understand where you are as an organisation Understand where you are as an organisation Have a clear goal Have a clear goal Determine what maturity and compliance mean Determine what maturity and compliance mean Get management commitment and buy-in Get management commitment and buy-in Determine what to focus on Determine what to focus on

8. Strategy used in Franklins Establish / enforce project initiation procedure Establish / enforce project initiation procedure Establish basic project planning / control cycle Establish basic project planning / control cycle Establish a plan submission process Establish a plan submission process Build a centralised reporting capability Build a centralised reporting capability Mentor the project managers Mentor the project managers Make it easy for them to do the right thing! Make it easy for them to do the right thing!

9. Mentoring Need awareness and publicity Need awareness and publicity Training courses are not enough on their own, you need follow up Training courses are not enough on their own, you need follow up Identify who is in need of assistance by their lack of adherence to standards Identify who is in need of assistance by their lack of adherence to standards Friendly persuasion / common sense approach Friendly persuasion / common sense approach

10. Innate Database Microsoft Project Plans Consolidations Consolidated View Project A Project B Project C Project D Project Plan Submission

11. Innate Database Microsoft Project Plans Consolidations Resource Demand Resource Requirements Programmer Project Plan Submission

12. Innate Database Microsoft Project Plans Consolidations Resource Demand Project Reporting Project Status Report Progress Summary Milestone Status Costs Summary Project Plan Submission

13. Innate Database Microsoft Project Plans Consolidations Resource Demand Project Reporting Project Plan Submission Health Checking Health Check Project A Project B Project C Updated

14. Innate Database Microsoft Project Plans Consolidations Resource Demand Project Reporting Health Checking Milestone Trend Design Develop Implement Project Plan Submission Trend Reporting

20. Measuring ‘Compliance’ Compliant Partially-Compliant Not Compliant The required procedures, forms and standards are adhered to. Project plans are updated and submitted to project office every week. Some of the required procedures, forms and standards are adhered to. Project plans are updated and submitted to project office at least monthly. Key procedures, forms and standards are not being adhered to. Project plans are out of date or have not been submitted to project office.

21. Starting Out Compliant Partially-Compliant Not Compliant

22. Month 1 Compliant Partially-Compliant Not Compliant

23. Month 2 Compliant Partially-Compliant Not Compliant

24. Month 3 Compliant Partially-Compliant Not Compliant

25. Month 4 Compliant Partially-Compliant Not Compliant

26. Month 5 Compliant Partially-Compliant Not Compliant

27. Month 6 Compliant Partially-Compliant Not Compliant

28. Conclusion Need to strike a balance Soft Approaches: CoachingMentoringWorkshopsTraining Hard Approaches: EnforcingMonitoringAuditing Health Checking